دانلود کتاب Be a Great Manager Now!: The 2-in-1 Manager: Speed Read - Instant Tips; Big Picture - Lasting Results

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Cover
Title page
Copyright page
Contents
About the author
Publisher’s ­acknowledgements
Foreword
Chapter 1 THINK LIKE A MANAGER
Speed read
1.1 The transit from ‘involvement’ to ‘co-ordination’
1.2 Know your job
1.3 Ask, don’t assume (1)
1.4 The (un)social network
1.5 Managing change
1.6 Old vision, new perspective
1.7 Get proactive
Big picture
1.1 The transit from ‘involvement’ to ‘co-ordination’
1.2 Know your job
1.3 Ask, don’t assume (1)
1.4 The (un)social network
1.5 Managing change
1.6 Old vision, new perspective
1.7 Get proactive
Chapter 2 MAKING TEAMS WORK
Speed read
2.1 Know what a team is
2.2 Know your team
2.3 Right person right task
2.4 Dealing with disputes and problems
2.5 Challenging perceived favouritism or discrimination
2.6 360° feedback for all
2.7 There is a ‘me’ in team
Big picture
2.1 Know what a team is
2.2 Know your team
2.3 Right person right task
2.4 Dealing with disputes and problems
2.5 Challenging perceived favouritism or discrimination
2.6 360° feedback for all
2.7 There is a ‘me’ in team
Chapter 3 DEVELOPING STAFF
Speed read
3.1 Best invest in your staff
3.2 Coaching as a management tool
3.3 Making appraisals work
3.4 Making the TNA meaningful
3.5 Training your team
3.6 The benefits of secondments
3.7 Ask, don’t assume (2)
Big picture
3.1 Best invest in your staff
3.2 Coaching as a management tool
3.3 Making appraisals work
3.4 Making the TNA meaningful
3.5 Training your team
3.6 The benefits of secondments
3.7 Ask, don’t assume (2)
Chapter 4 MOTIVATING STAFF
Speed read
4.1 Be aware that not everyone will care as much as you
4.2 Extrinsic motivation (theories and practice)
4.3 Intrinsic motivation (theories and practice)
4.4 What do you believe about your team?
4.5 The truth behind team building
4.6 Emotional labour
4.7 Making meetings motivational
Big picture
4.1 Be aware that not everyone will care as much as you
4.2 Extrinsic motivation (theories and practice)
4.3 Intrinsic motivation (theories and practice)
4.4 What do you believe about your team?
4.5 The truth behind team building
4.6 Emotional labour
4.7 Making meetings motivational
Chapter 5 DELEGATION
Speed read
5.1 Make sure the task is one you CAN delegate
5.2 Choose the right person to delegate to
5.3 Communicate the task effectively
5.4 Allow appropriate time
5.5 Offer appropriate support
5.6 Let the task get done (don’t micro-manage)
5.7 Delegation as a development tool (praise and appraise)
Big picture
5.1 Make sure the task is one you CAN delegate
5.2 Choose the right person to delegate to
5.3 Communicate the task effectively
5.4 Allow appropriate time
5.5 Offer appropriate support
5.6 Let the task be done (don’t micro-manage)
5.7 Delegation as a development tool (praise and appraise)
Chapter 6 TROUBLESHOOTING
Speed read
6.1 Responding to a complaint
6.2 Investigating a complaint
6.3 Don’t go it alone (but be discerning about who you involve)
6.4 Managing challenging conversations
6.5 Whistleblowing
6.6 Managing the organisational grapevine
6.7 Dealing with bad publicity
Big picture
6.1 Responding to a complaint
6.2 Investigating a complaint
6.3 Don’t go it alone (but be discerning about who you involve)
6.4 Managing challenging conversations
6.5 Whistleblowing
6.6 Managing the organisational grapevine
6.7 Dealing with bad publicity
Afterword – Chapter 6
Chapter 7 BUSINESS ETHICS AND INTEGRITY
Speed read
7.1 The values-led organisation
7.2 Profit v. organisational well-being
7.3 Maintaining quality
7.4 Being responsible
7.5 Mad, bad, sad – treating a toxic organisation
7.6 Ethics in a globalised world
7.7 Be proactive
Big picture
7.1 The values-led organisation
7.2 Profit v. organisational well-being
7.3 Maintaining quality
7.4 Being responsible
7.5 Mad, bad, sad – treating a toxic organisation
7.6 Ethics in a globalised world
7.7 Be proactive
A note on case studies
Index